Designing Change: User Adoption Strategies
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Organizational change management is one of the most overlooked and under-planned parts of many SharePoint implementations. You simply cannot afford to ignore the importance of this topic. Successful organizational change management is a critical component to ensuring the success of any SharePoint initiative. In this class, we will discuss field-proven tactics to help your users make sense of the change that your SharePoint solution will inevitably bring into their daily work lives. You will learn a user adoption framework and some factors you should consider when planning your next SharePoint initiative. We will challenge the mindset that adoption can be driven, and embrace the concept of designing change for long-term sustainable cultural acceptance. By attending this class, you will be able to: •Design your own organizational change-management strategy •Understand how to foster user adoption •Understand how to engage and build solution champions •Build a communication plan •Apply field-tested strategies in your organization
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Designing Change: User Adoption Strategies
- 1. 1 Designing Change Michelle Caldwell, MVP CSM, PMP, SSGB
- 2. 2 Welcome to SharePoint Saturday Houston • Please turn off all electronic devices or set them to vibrate • If you must take a phone call, please do so in the hall so as not to disturb others • Special thanks to our Title Sponsor, ProSymmetry Thank you for being a part of the 5th Annual SharePoint Saturday for the greater Houston area!
- 3. 3 Thanks to all our Sponsors!
- 4. 4 Information • Speaker presentation slides should be available from the SPSHOU website within a week or so • The Houston SharePoint User Group will be having it’s next meeting Wednesday April 15th. Please join us at www.h-spug.org
- 5. DIRECTOR & REGIONAL LEAD Michelle Caldwell Mary.m.caldwell@avanade.com @shellecaldwell shellecaldwell.com
- 6. 2 3 4 5 1 Introduction Success Requirem ents Cultural Change Types of Adopter Motivation Considerati 6 Adoption Techniq
- 9. 9 143% 35% 0% 20% 40% 60% 80% 100% 120% 140% 160% With Excellent Change Enablement Program With Poor Change Enablement Program Projects’ ROI with Change Enablement Change Enablement Increases Project Success *Source: Change Management That Pays, McKinsey Quarterly, Number 4, 2012. According to McKinsey, an effective Change Enablement program in place increases a project’s ROI.* Every dollar spent on the project gains $0.43 Every dollar spent on the project loses $0.65
- 10. * Source: Accenture; examples based on interviews conducted with clients at large process & system integration programs. $10 Million Additional program costs and 6 month delay because the business stopped a process and system implementation due to lack of understanding of the value and ownership/buy-in. 20-30% Rework rate on normal daily tasks and poor quality due to insufficiently skilled employees. 80% Unplanned increase in resources for post go-live support to compensate lack of adequate go-live preparation and resources. $4 Million Additional costs spent on recreating training materials since initial training was poor and there is poor post-training support. 300% Increase in helpdesk call-volume after go-live due to poor enablement, requiring additional FTEs for ticket handling. Case study analysis indicates that when change is not managed well, there are impacts to key metrics 10 Why do we need Change Enablement?
- 11. How to Start a Movement – Lessons from a dancing guy
- 12. Requirem entsfor
- 15. 15 Think about what strategies fit
- 16. Compatibility Make Sure solutions are compatible with existing solutions
- 17. 17 Baby Steps Start gradually with small deployments/numbers
- 18. 18 Collect Feedback Implement Improvements Based on the End User Feedback
- 19. 19 Keeping things on track Communicate the Plan and the rationale for that plan
- 20. 20 Cultural Challenges Identify cultural challenges that will hinder adoption
- 22. Fear Factors •Loss of Control •Loss of Personal Value •Confusion of new tools •Anxiety about changing existing work processes
- 24. 24 Good Fit? review/ revise current processes before just blindly implementing current processes into the new system.
- 25. Resist the sink Link new functionality to specific problems or business goals, end users will see that the tool is just an enabler to achieving value or goals.
- 26. 26 Support In Place Remember that a defined escalation policy should be developed to ensure users are getting quick assistance.
- 27. Types of Adopter
- 28. 28 Innovators
- 31. 31 Late Majority
- 32. © 2013, Information Control Corporation 32 Hanger Backs
- 34. Awarenes s Deployme nt Usage & Availability Ongoing Adoption GOAL GOAL GOAL GOAL Knowing & Understanding Acceptance & Wanting Mastering & self- belief Do & Keep Doing
- 35. Adoptio n
- 36. •Add value •Desire to contribute •Enjoy new things •Desire to do a better job Make the undesirable desirable
- 37. 37 Harness Peer Pressure •Celebrate success •Power of the community • I Don’t want to stick out • Role Models for Change • Fear of Criticism
- 40. • Executive Blog • Entry Communication • Promotion Video • 1st Touch Event • Podcasts • Posters • Teaser Communication • Employee Productivity Home •Online/on-demand Training •New Employee Orientation •Tips & Tricks •Virtual Coach •SharePoint Sandbox •FAQ Personal
- 41. Social •Early Adopter •Webcasts •Viral Marketing •Roadshow •Executive Sponsorship •Super-User Community •Classroom Training •Lunch & Learn Training •Brown Bag Sessions •Auditorium Training •“Dear John” Letter •Biggest Loser Contest
- 42. Organizational •Awards Incentive •Super-user Community •New Employee Orientation •Newsletter • Podcasts • SharePoint Sandbox • Employee Productivity Home
- 43. Adoption Techniq
- 46. On line – On Demand Training
- 47. 47 Super-user Community Best Buy: The rise of the ninjas-a SharePoint 2013 user adoption story: http://channel9.msdn.com/Events/SharePoint-Conference/2014/SPC296
- 48. Dear John Letter • Write a “Dear John” letter saying goodbye to your old solution (ie. Intranet for example) • Share those letters company wide • Create a “Dear John” wall • Publish them on your current intranet • Run a contest and let others vote and pick their favorite • Share via social media (ie. Yammer/Sitrion) • Pay attention to what people say this will give you insight into what their hopes are for the future solution
- 49. Biggest Loser Content Contest • Challenge your site owners premigration/upgrade to a “Biggest Loser Contest” • Track the starting “weight” of each site and “ending” weight • Focus is on getting rid of old content/sites prior to upgrade/migration • Publish the results on your current intranet • You can have “weigh ins” if desired • Share via social media (ie. Yammer/Sitrion) • At the end have a “Biggest Loser” celebration and name the winner(s) and celebrate the success with entire group of site owners
- 50. DIRECTOR & REGIONAL LEAD Michelle Caldwell Mary.m.caldwell@avanade.com @shellecaldwell shellecaldwell.com
- 51. 2 3 4 5 1 Introduction Success Requirem ents Cultural Change Types of Adopter Motivation Considerati 6 Adoption Techniq
- 53. Thank You
- 54. References • Essential SharePoint 2013 Book • User Adoption Strategies Book • Roadmap for Collaboration Book • Shepherd's Guide for Users Book • 42 Rules for Successful Collaboration Book • Microsoft User Adoption Guide for 2013 • Additional Promotional Video - http://sco.lt/5iS5k9 • SPOT Promo Video - http://sco.lt/8fFlVh • Productivity Hub - http://www.microsoft.com/en-us/download/details.aspx?id=7122 • Discover SharePoint - http://www.discoversharepoint.com/ • Office 365 Customer Success Center - http://success.office.com/en-us • IT Unity – http://www.itunity.com • Microsoft Virtual Academy - http://www.microsoftvirtualacademy.com/ • TeckDog Training - http://tekdoginc.com/ • Pluralsight Training - http://www.pluralsight.com/
Editor's Notes
- Types of User Adopters It is helpful to understand that there are different types of system users that will be interacting with your solution. We will review each type along with some associated tips in getting those people on the ladder of User Adoption
- With Change Enablement: Senior and middle managers and frontline employees were all involved Everyone’s responsibilities were clear Reasons for the project were understood and accepted throughout the organization Without Change Enablement: Lack of commitment and follow through by senior executives; Defective project management skills among middle managers; Lack of training of and confusion among frontline employees.
- Types of User Adopters It is helpful to understand that there are different types of system users that will be interacting with your solution. We will review each type along with some associated tips in getting those people on the ladder of User Adoption
- Seek champions across the organization to help with initial roll-out and subsequent changes / improvements.
- Think about what adoption strategies you will use early on – you can choose from those mentioned later in this presentation that best supports the way your organization operates.
- Make sure the solutions are compatible with existing systems. Understand the purposes of each of the disparate systems have within the organization to reduce the amount of confusion and frustration within the organization.
- Start gradually with small deployments/numbers – follow the Roadmap as a guide, but be prepared to change it as needed.
- Collect continual feedback and feed it back into your process and strategies Encourage feedback and ideas; implement improvements based on the end user feedback.
- Manage Expectations – not all the goals can be achieved at once – communicate the plan and the rationale for that plan
- Lastly, be cognizant of the cultural challenges that will hinder the Adoption
- Types of User Adopters It is helpful to understand that there are different types of system users that will be interacting with your solution. We will review each type along with some associated tips in getting those people on the ladder of User Adoption
- Adoption is jeopardized if the system is not a good fit within pillars / departments. This does not mean that the tool should seamlessly meld into current operations of pillars / departments. Introduction of any tool brings change with it; allowing and encouraging teams to take time to modify any pertinent processes and procedures to adapt to the tool introduction will go a long way in final adoption. In other words, the organization can / should review and revise their current processes before just blindly implementing current processes into the new system.
- resist the temptation to introduce all of the capabilities of SharePoint early on. Instead, it’s critical to show users the tool’s value and how the tool is going to assist them in their job in a methodical, well-planned manner. When new functionality is introduced, it should be introduced as a tool that helps produce value / achieve business goals. By linking it to specific problems or business goals, they will see that the tool is just an enabler to achieving value or goals.
- Learning any new tool has a steep learning curve, depending on the complexity of the system. Users will run into issues applying the tool to their work and frustrations can run high if they cannot get rapid assistance in resolving their issues. It is imperative to have learned support staff ready. This does not mean that all support staff must have deep knowledge of the tool, but a tiered support structure can be implemented. Remember that a defined escalation policy should be developed to ensure users are getting the quick assistance they need, and management can identify training opportunities if support staff is not exhibiting the necessary knowledge level for their tier. Another option is to train a point person in each pillar / department. This is creating an on-site champion / power-user among the teams that users can go to for assistance. These champions will also have an understanding of how users are utilizing the tool for their particular job function. This layer of support staff will often prove efficient in resolving issues for users, especially basic issues that may be a training related issue for the user.
- Types of User Adopters It is helpful to understand that there are different types of system users that will be interacting with your solution. We will review each type along with some associated tips in getting those people on the ladder of User Adoption
- These are ‘SharePoint’ adventurers, they don’t mind taking risks, they like to play, and they don’t mind failures; some call them mavericks. These are not the kind of people that you want to act as stewards to get others to use the product, so try not to immediately involve them; rather, they should be identified very quickly. They should be given access to a sandbox environment that allows them to get a flavor for SharePoint features and where there is no risk of downtime to a production environment. You should try to involve them in the design stages, and spend time in training best practice in terms of using SharePoint. When doing this, try to evangelize to them the key areas of what the solution is intending to solve, and encourage them to try out features relating directly to those. Note these are not the key adopters, many times they are classified as ‘geeks’, and their end-goals may not be yours in terms of trying to get all users productively using and learning to use the intended solution.
- These are people who need to have a business requirement solved by the use of SharePoint. They command respect from their peers, and as such should be involved as early as possible. So, like innovators, involve these people early, but ensure that their requirements are captured in the solution being provided. It is important to try to get the SharePoint project sponsor and key stakeholders as “members” of this group. You should also ensure that they are able to trial the solution in the UAT (User Acceptance Test) environment and that you capture, in detail, those requirements.
- Early Adopters become part of the Early Majority Adopters. These are respected users of the solution and, like Early Adopters are critical to the success of the solution. You should immediately identify SharePoint Champions from these and ensure that training includes labs, and that you continually meet to identify any pain points and success stories. Communicate these to Early Adopters to get them on-board more quickly.
- These are people who have not been part of the solutions implementation. They may have been introduced by ‘attrition’; told “Drop whatever you was using … You will use SharePoint from now on”; or through some other reason such as “I have just joined the company and been told to use SharePoint and have no idea what it is”. Connections must be made with Early Adopters, and using the materials gained through the creation of policies and the creation of SharePoint Champions so that these Late Majority Adopters can get aid and comfort
- With any SharePoint solution you will have those users who will resist having to use the product. These ‘Hanger Backs’ are people who hate change and strive for the traditional. They fear the use of the replacement solution or new solution because either (a) they have not been involved and/or (b) they do not want to be trained due to political reasons, etc. Do not attempt to force the solution upon these users. Communicate to these users the success stories that you have gathered from the Early Majority adopters. Use the SharePoint Champions to aid that communication. Do not take any resistance from the Hanger Backs as a message that the solution has failed
- Types of User Adopters It is helpful to understand that there are different types of system users that will be interacting with your solution. We will review each type along with some associated tips in getting those people on the ladder of User Adoption
- There are four phases Awareness – Goal is knowing and understanding Focus – demonstrate value, build anticipation and minimize surprises Deployment – Goal is acceptance and wanting Focus – Accelerate demand and minimize disruption Usage & Availability – Goal is Mastering and self-belief in the capabilities Focus – Gain productivity, reinforce key concepts and introduce new scenarios Ongoing Adoption – Goal is do and keep doing Focus – enhance productivity, continued followership
- Harness peer pressure • My Managers and peers are role models for the change • I don‘t want to stick out and will participate • If I don‘t participate I will be criticized • We want to be a role model as a team • Success gets celebrated and published • The importance of finding, thanking and engaging influential / mavens / experts / advocates / enthusiasts • The power of communities
- Design rewards and demand accountability • Positive behavior is rewarded materially or ideally • Negative behavior or ignorance are reprimanded • I see that the same values count on all levels
- Specific User Adoption Activities can be used in various ways to address each of these perspectives. Depending on whom the person is and what perspective(s) is of most interest to him/her, there will be varying degrees of benefit for the different activities. As User Adoption Activities take place, and it appears some people might not be reacting to them as hoped, Consider using a different activity from a different perspective to see if the reaction is improved.
- I hope you found this to be interesting and useful. Thanks for coming. Wait for the applause to build…. Let me just tell you how you can contact me, and then I’ll take questions.